Case management:
a guIdelIne
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Case management: a guIdelIne
© 2014
1. Edition 2014
Fachhochschule des Mittelstandes (FHM)
Ravensberger Straße 10G
33602 Bielefeld, Germany
edItorIal
Fachhochschule des Mittelstands, Bielefeld
Prof. Dr. Roswitha Gembris
Dipl.-Soz.-Wiss. Iris Bleiker
Dipl.-kffr. Marianna Gevorski
Ass. jur. Iris Stefanski
layout
Lena Rath (eigen-art, Paderborn)
www.fh-mittelstand.de
dIsClaImer
This project has been funded with support from the European Commission.
This publication reflects the views only of the author, and the Commission
cannot be held responsible for any use which may be made of the information
contained therein.
Case management:
a guIdelIne
© 2014
taBle of Contents
Prologue .............................................................................................................................................. 7
ChaPter 1 // IntroductIon ...........................................................................................................................8
ChaPter 2 // What Is case management and What can It be used for
2.1
Case management as an action concept ......................................................... 10
2.2
Specific functions of case management .......................................................... 13
2.3
Areas where case management may be used ................................................. 15
ChaPter 3 // case management In practIce
3.1
When can case management be used ............................................................. 16
3.2
Procedure and phases of case management ................................................... 17
3.3
The work within networks ............................................................................... 25
ChaPter 4 // case managers: task & requIrements
4.1
A case manager’s requirement profile ............................................................. 30
4.2
A case manager’s typical content-related functions and tasks ............................ 31
4.3
An international comparison of the case manager’s competence profile ....... 33
ChaPter 5 // qualIty In case management
5.1
Levels of quality in case management ............................................................. 36
5.2
Quality needs qualification .............................................................................. 38
ChaPter 6 // hoW case management can be Introduced Into facIlItIes
and organIsatIons ................................................................................................ 40
ChaPter 7 // conclusIon ................................................................................................................44
ChaPter 8 // lIst of lIterature
List of figures .................................................................................................... 46
List of tables ..................................................................................................... 46
Footnotes ......................................................................................................... 46
List of literature ............................................................................................... 47
faChhoChsChule des mIttelstands ggmBh
Ravensberger Str. 10 G,
33602 Bielefeld, Germany
www.fh-mittelstand.de
euroCooP
Vodovodna 99a,
1000 Ljubljana, Slovenia
www.pro-eco.si
eurofortIs BIedrIBa
Anninmuizas bulvaris 38-37
Riga, LV-1067, Latvia
www.eurofortis.lv
IdeC s.a.
96, Iroon Polytechniou Avenue
18536 Piraeus, Greece
www.idec.gr
InBIt sP. Z.o.o.
ul. Szlak 8a/5
31-161 kraków, Poland
www.inbit.pl
RehaBiliTaTion neTwoRk lTd. (Rnl)
PO Box 3769 BA21 5WY,
Yeovil Somerset, United kingdom
www.rehabilitationnetwork.com
sia “VeseliBas cenTRs 4” (Vc4)
Barona iela 117
Riga, LV-1012, Latvija,
www.vc4.lv
uniweRsiTeT waRminsko-maZuRski
Oczapowskiego 2 10-719 Olsztyn,
10-719 Olsztyn, Poland
www.uwm.edu.pl/en/
VocaTional RehaBiliTaTion consulTanTs lTd. (VRc)
PO Box 555 Exeter, Uk EX5 4WX
Exeter, United kingdom
www.vocationalrehabilitationconsultants.co.uk/
Prologue
Prologue
European projects contribute to the big picture of a
united Europe. They provide a framework for the transfer of knowledge and experience, international meetings
and mutual learning. One result of such activities is the
present guideline “Case management in a European context”. It introduces case management as a concept of action
and records the results of an international cooperation with
project partners from Poland, Latvia, Greece, and Slovenia.
The central subject of the EU-funded LEONARDO DA
VINCI project “Case management in employment promotion and health care system“ is the transfer of case management into other European countries. While already being in
frequent use in Germany in the areas of the social services and
health care, the case management approach is mostly unknown in the partner countries Poland, Latvia, Greece, and
Slovenia.
the professional and transversal competencies a case
manager has to have have been investigated in order to
draw up a country-specific demand profile. These profiles
give information about which competencies professionals
have to have to work as case managers.
The project partners should become acquainted with the
concept of case management and be enabled to apply it
appropriately to the specific conditions and problem areas
existing in the area of employment promotion and health
care.
On the basis of the certified case management concept
developed by FHM and with regard to the country-specific
conditions, a further-training program “Case Management”
(Leonardo) (FHM) has been developed.
Case management concept was transferred into the partner countries with the help of a further training program.
This program was developed by FHM and satisfies the DGCC
quality standards. Professionals and experts will be made
familiar with the concept of action, especially with regard
to their countries’ specific conditions, in order to apply this
concept in the fields of employment promotion and health
care. In Poland and Slovenia, case management will be discussed as a new approach predominantly for the field of
employment promotion, while in Greece and Latvia it is the
health care system which is in the focus of attention.
Because in the partner countries the administrative and
political circumstances are quite different, the first step was
to have a look at basic structural conditions. Additionally,
Page 7
1 IntroduCtIon
ChaPter 1 // IntroductIon
IntroduCtIon
The requirements that professionals have to fulfil in order to offer or convey professional assistance to others in need,
become higher and higher. Both the individual situations of the clients and the range of services available become more
complex. At the same time, professionals perceive the pressure to work very economically and as effectively/efficiently
as possible, and they have to give evidence of their services’ high quality. Within this area of conflict the concept of case
management was developed and established and can be understood as a goal-oriented and structured method.
The aim of case management is to support people in very challenging life situations, for example in the case of disease,
unemployment, or need for care. Both the individually-oriented work with the client1 (case management) and the efficient
use and coordination of service and performance process in the care system (system management) constitute the core of
case management.
Since the concept of case management is mostly unknown in the partner countries, it is a new approach to transfer this concept into these countries so that they may then implement case management into the work fields of employment promotion and health care. Therefore case management might be able to give new ideas on how to deal with various challenges
in those fields of work. In both employment promotion and the health care, case management is an approach which can
increase the effectiveness, efficiency and sustainability of patient-centred care processes.
This guideline introduces case management as a concept of action for the field of employment promotion and in the area of
the health system in selected european countries. Answers to the following questions will be delivered:
What is case management and what can it be used for?
In which fields of work can case management be used?
Which functions and tasks does a case manager have?
Which competencies does a case manager have to have?
What is the significance of quality in the context of case management?
How can case management be implemented in various domains?
And which role do cooperation partners, networks, and neighbourhoods
play in this context?
This guideline wants to provide an overview of the concept of case management for both policy makers and people with a
general interest, who work in the field of employment promotion and health care. The handbook contains important information about how the innovative concept of case management can lead to positive effects in support management and why
it is very useful to educate case managers to work with this concept.
Page 9
2 what Is Case management and
what Can It Be used for
2.1 Case management as an aCtIon ConCePt
The concept of case management reveals its qualities in action. It is not a theoretical idea, but an approach to solve practical,
political and administrative problems.2 Case management can be seen as a form of support management. It is widely used
in many health care and welfare settings, as well as in employment promotion when supporting people in challenging life
situations, characterised e. g. by disease and care dependency, unemployment, job re-/integration etc.. Case management
optimises procedures, connects those affected, fosters cooperation and helps to reduce costs
“THE TASk IS TO ORGANISE, CONTROL AND EVALUATE A GOAL-ORIENTED SYSTEM OF COOPERATION, WHICH TAkES
INTO ACCOUNT THE INDIVIDUAL’S NEED FOR SUPPORT. THE INDIVIDUAL TAkES PART IN THE CREATION OF THE
COOPERATION.“ (DGCC 2013)3
The core of case management is the individual, client-oriented work (case management) and the efficient and effective
control of the service and performance processes in the care system (system management). The special thing about case
management is therefore its function to initiate and shape potent (human) services.
ChaPter 2 // What Is case management and What can It be used for
// Things To know
The client and the people with whom he or she interacts
The interconnection of the service-suppliers and the
constitute the Case level of case management. Case
informal local support constitute the system level
management is structured and can be described as a phase
of case management. Here ‚interconnection‘ means
model. Regarding the case level, the case manager reviews
the initiation, setup, care and control of the standar-
the responsibilities, gives advice to the client, determines
dised cooperation- and coordination-structures within
his or her need for help andresources, works out a help
the local care framework. It is the system level which
plan, coordinates services, controls the services’ implemen-
distinguishes case management from other forms of
tation and evaluates the whole process.
counselling.
guIdIng PrInCIPles of Case management4
RecipienT oRienTaTion / clienT oRienTaTion means both the individual, person-related involvement of the
client in the process of needs assessment, and the focus on the client’s needs regarding the selection of the different
support services. The client should be involved as much as possible in the processes of CM to encourage him or her to take
responsibility.
orIentatIon of lIvIng CondItIons means to support social connections, especially within the family and the
neighbourhood. These resources are promoted in order to use them to solve social issues.
multIdImensIonalIty of the ClIent means to take into account relevant mental (emotional, cultural and
cognitive), physical, social, organisational and regional aspects of the client.
resourCe orIentatIon means to focus the support services both on the client’s abilities, and the personal and
material help available. In order to solve various tasks, these resources are strengthened.
emPowerment in terms of the client’s personal empowerment means to promote self-paced action through
encouragement, information, counselling and support. The client’s competencies are promoted in order to encourage
the client in his or her own actions. Important for this is the promotion of the client’s motivation to use necessary
support supplies. The priority here is the support action and, if necessary, legal action.
Case management helPs to address Challenges
In the fields of health care, nursing, employment promotion and rehabilitation, professionals regularly have to deal with
clients who have complex problems. Often, it is not easy for the affected individuals to take an overview of all the
supporting services that might be available to them. Additionally, many clients are unable to generate and use resources on
their own in critical situations.
Most of the professionals in care institutions are overwhelmed with work. A contributing factor to this is that often work
cannot be done efficiently. This can lead to unnecessary work, to disturbed communication and even to an over- / undersupply of the clients.
Page 11
ProBlems and Challenges
solutIons ProvIded By Case management
ProBlems of the ClIent
solutIons for the ClIent
various needs
Goal orientation
confusion regarding the available services
Focus on resources: use, evolve and shape
resources
no idea who can be asked for help
insufficient understanding of the professional
jargon
Inclusion of social networks
Integrated help processes
few social contacts
Ongoing help processes
former attempts to solve the problems did not work
Precisely fitting care
a (temporary) lack of resources
Encouragement by empowerment
lack of motivation / resignation
insTiTuTional pRoBlems /
ProBlems of ProfessIonals
Uneconomic work
Ineffective work
Undersupply of the client
Oversupply of the client
Professionals are overworked
Lack of time
Ambiguous structures
Problems with communication
soluTions FoR The insTiTuTion /
for the health ProfessIonals
Efficiency
Effectiveness
Precisely fitting care services
Structured procedures
Specific distribution of work
Time management
interface management
Quality management
Transparency regarding the procedures and
services
Effective communication
Table 1 // Problems and the solution delivered by case management
ChaPter 2 // What Is case management and What can It be used for
2.2 sPeCIfIC funCtIons of Case management
Case management ConneCts
Case management has been proved to be a goal oriented and structured concept of action which links the priorities of
institutional and organisational challenges on the one hand and the individual needs of every single client on the other
KlientRessourcenhand. In this context the elements of cooperation and counselling are important.
Counselling can be seen as a general
(Versicherten-)
principle of case management and relates to both the personal concerns of(Hilfe-)System
the client and the use of care services. CoopeSystem
ration means that the case manager is always available for the client to be contacted in case of any problems. The case
manager connects the client system with the health care system to ensureprecisely fitted care.
soziale Umwelt/Mitmenschen (Familie, Freunde,
Kollegen, Nachbarn)
einzelne
Menschen/Gruppen
better care
of the client
mit
Problemen/Notlagen/
Belastungen/mit
Krankheiten/
Behinderungen
Saving time and money
by coordination
Leistungserbringer,
Institutionen,
Kostenträger,
Netzwerke
Case management connects the client system
with the care system
Illustration 1 // Functions of case management
Page 13
Case management ProvIdes suPPort
because it gives help precisely fitting to the individual. Case managers accompany individuals and because of their training
case managers are prepared to support clients even in very difficult situations, so that they can get the best out of them.
Case management Can InCrease effICIenCy
because it provides advantages for all. The client is very well informed and takes part in important decisions; this increases
the quality of the results. Different settings require tailored processes and cost-effective work at the same time. Money is
used efficiently and regional services are used and developed.
Case management ensures QualIty
because services are oriented towards the individual client, available resources are used optimally and the effective cooperation of all those professionals involved is organised, controlled and evaluated.
Case management Creates transParenCy
because the base of the concept is a clearly structured method. Every single step is described and observable. Case management can be used in many areas and can be combined with other methods; case management aims to activate the client’s
and environment’s resources to make them available for solving any problems. Case managers try to achieve this goal and
the work in transparent structures.
Case management Is InnovatIve
because it is compatible with other demands. Case management allows integration in the health, social and occupational
areas and connects the interfaces both within the organisation and between the different settings, for example regarding
the tasks of occupational rehabilitation, integration into the job market, induction into care, or the discharge management.
Case management Is In need of QualIfICatIon
because working with this concept of action requires certain competencies a case manager has to have. Case managers
have to have specialised knowledge, skills regarding methodological work and a professional ethic. These competencies are
acquired in training and make it possible for case managers to work professionally.
ChaPter 2 // What Is case management and What can It be used for
2.3 areas where Case management
may Be used
Case management is used in administrative bodies, welfare organisations, and by private providers, therefore there are
many fields of application. Due to changes in social services and the health care system, developments within organisations,
and changes within the socio-political context the fields of application are growing.
The following areas where case management can be used is not an exhaustive list but offers examples. Since the operating
principles of case management are based on cooperation and coordination, it does not fit into a rigid frame of vocational
activity. A holistic approach and integration are important principles for case management.5
areas of use for Case management
CarIng, e. g. nursing sick people, elder care, geriatrics, hospice settings
rehaBIlItatIon, e. g. occupational integration management, specialist integration service
work wIth dIsaBled PeoPle, e. g. personal assistance, self-management
famIly assIstanCe, e. g. individual mentoring
ChIld and youth servICes, e. g. help with planning, educational help
ProBatIonary servICe, e. g. supervision and resocialisation of delinquents
work wIth homeless IndIvIduals, e. g. coordinated care
woRk wiTh suBsTance-dependenT indiViduals, e. g. support regarding life style
work wIth adults, e. g. debt advice service
PsyChIatrIe, e. g. support with daily living, local district psychiatric healthcare networks
medICal treatment, e. g. clinical assessment
emPloyment PromotIon, e. g. help for job-seeking individuals, employment-oriented case management
Page 15
3 Case management In PraCtICe
3.1 when Can Case management Be used?
Case management contributes to an individually tailored care process. Case management is not necessary every time a
person is in a critical situation but in touch with facilities of the social and health care services or/and employment promotion.
The following criteria can help to explain when a case management is necessary.
REGARDING THE INDIVIDUAL LEVEL, CASE MANAGEMENT IS NECESSARY WHEN THE FOLLOWING CRITERIA ARE MET:6
A complex situation consisting of various needs is present
There are many agents involved. The involved parties have to coordinate their services (welfare mix) in order to
guarantee a successful integration of the services.
The basic and regular care is not sufficient.
The client is in need of professional help because of insufficient resources.
The client agrees to the case management process.
ChaPter 3 // case management In practIce
3.2 ProCedure and Phases of Case
management
The action concept of case management has a phase oriented structure. On the one side there are plannable modes of
practice, on the other side there are process oriented procedures. The aim is to integrate all the support management’s
processes. Therefore the complexity of each phase is reduced by a structured procedure. This approach makes it possible to
elicit the core problems and to solve them in the best possible way.
The following example of a case depicts an insight of the case management application. The course of the phases description in the case example will be specified and possible procedure formulated. Every phase depiction contains a checklist
with basic questions in a summarised form. It can be assumed that due to the complexity in real life situations, also other
scenarios are possible.
Case desCrIPtIon
famIly X lives in a small city. mr X is an engineer. Ten years ago his employment was terminated because of his repeatedly consuming alcohol at the work place. After he was dismissed he was unemployed for several years. During this time
he started numerous therapies. Two years ago, he found a job as a skilled labourer in an industrial firm. Three weeks ago,
mr X suffered a stroke and is in treatment. The right side of his body is paralysed, so he cannot stand up by himself. He can
eat prepared meals.
mIss X is a qualified sales woman. She works as a cleaning power in a shopping mall. Over the last years she has repeatedly
lost her job. Miss X suffers from depression and takes medication.
The 14 year old son visits the school only irregularly. He is in touch with the drug scene and was caught several times by
the police because of stealing and fights.
A 10 year old adoPtIve daughter lives with the family, she is the child of deceased relatives. She likes most to spend
her time at home and she loves it, it if someone gives her household-related tasks. In school, she finds it difficult to relate to
other children. Unlike when she is with her family, she is an introverted and quiet person in school.
famIly X has large debts.
Page 17
THE PHASES AND PROCEDURE OF CASE MANAGEMENT ARE DESCRIBED IN RELATION TO THE EXAMPLE.7
Case management
framework
Intake
Clarification support
Initial Counselling
First contact
Clarification support/inventory
Contract
Assessment
Analysis
Assessment
Prediction
Analysis of problems and resources
Technical assessment
Assessment by clients
Assessment by third parties
Predictions
Need for aid / support /care
Aims of the aid services
Determination of how much aid is needed
Draft of possible suitable and necessary services
Planning of aid / support / care
Aid conference/network conference
Talks to plan aid services
Selection and definition of aid services
Aid plan / support plan / care plan
Contract
Transition into the aid operation
Determination of the case manager’s interventions
Linking
Monitoring
Reassessment
Deploying and interlinking the different activities
Validation aim - effect
Acceptance by the clients
Validation and cooperation of the people and
institutions that provide help
Ending
Evaluation
Evaluation by all participants
Continuation or finalisation
Transfer/referral to other help systems
Evaluation success – effort
Evaluation for the health and social planning
Table 2 // Phases and procedure of case management
ChaPter 3 // case management In practIce
Phase 1 // INTAkE, CLARIFICATION SUPPORT
THIS PHASE INCLUDES
First contact
Clarification support/inventory
Contract
case eXample - applicaTion oF case managemenT
mr X
Case manager mIss Cm is responsible for the
discharge management in the hospital. Together with
her team she creates procedures and validates their
implementation. She has a first counselling talk with
mr X, notes his diagnosis and important personal details and arranges an agreement with him regarding case
management.
mIss X
Case manager mr Cm from the department of
employment promotion is responsible for mIss X.
He notes her personal details and her concerns and
he encourages her not to give up but to find new
perspectives.
CheCklIst
CENTRAL QUESTIONS THAT CAN HELP TO SHAPE THIS PHASE EFFECTIVELY CAN BE THE FOLLOWING:
Does „the case“ belong in the realm of a Case Management process?
Are there multiple problems and multiple actors?
Can the chosen institution deal with the problems correctly?
Teaching the client! What is Case Management? What is it used for? What can the client expect?
What happens if the client is passiv/active?
How can the relation to the client be fostered and strengthened?
Page 19
Phase 2 // ASSESSMENT
THIS PHASE INCLUDES
Analysis of problems and resources of the client
Assessment
of the situation by the case manager
by the client him/herself
by third parties
Prediction of the future
case eXample - applicaTion oF case managemenT
mIster Cm and mIss Cm analyse their clients‘ situations and the situation of family X regarding social,
financial, health and occupational aspects. They assess
supply gaps and consider what would happen if family X were left alone. At the same time, they assess all
of the family’s resources. Both parents have a good
formal education; they have a good relationship with
their neighbours. The family has a small garden which is
used for growing vegetables. The children have a good
relationship with mr X’s parents. The adopted daughter
is seen as an enrichment for married couple X.
CheCklIst
CENTRAL QUESTIONS THAT CAN HELP TO SHAPE THIS PHASE EFFECTIVELY CAN BE THE FOLLOWING:
How does the client deal with his/her current life situation?
What problems are present and under which circumstances do they emerge?
Which kinds of support does the client need (first assessment)?
What prevented him/her from using these kinds of support independently?
Which strengths and resources does the client have?
Which abilities to self-help does the client have?
How is her social network organised?
ChaPter 3 // case management In practIce
Phase 3 // NEED FOR ASSISTANCE / SUPPORT /CARE
THIS PHASE INCLUDES
Phrasing the client’s aims together
Assessing need for aid/support
Draft of suitable and necessary aids/support
case eXample - applicaTion oF case managemenT
mr X’s aIms: independence, securing health care supply,
contact with his son
mr X therefore needs support regarding his rehabilitation and possibly assistive equipment.
mIss X’s aIms: permanent job, care for the underaged
children, no debts, optimism
mIss X needs support for both, to become mentally
stable, and to re-orient herself regarding her job.
Some help is already available. The neighbours want
to help with the home nursing care of Mr X after he is
discharged from the hospital. Mr X’s parents want to
support the family by looking after the children.
Both Mr and Miss X require assistance to foster their
relationship with their son.
CheCklIst
CENTRAL QUESTIONS THAT HELP TO SHAPE THIS PHASE EFFECTIVELY CAN BE THE FOLLOWING:
Which changes are targeted from the point of views of the client, the case manager and third parties?
Which aims can be deducted from the above?
Are these aims specific, realisable, acceptable, scheduled?
Which arrangements can be derived from the aims?
Page 21
Phase 4 // PLANNING OF AID / SUPPORT / CARE
THIS PHASE INCLUDES
of the aid plan / support plan / care planContracts
with other service suppliers
Aid conference, network conference
Talks to plan aid services
Transition into the aid operation
Selection and definition of aid services
Determination of the Case Manager’s interventions
Definition of the aid plan / support plan / care plan
case eXample - applicaTion oF case managemenT
mr Cm and mIss Cm organise both a conference in order to plan the different aids, and talks with funders and
rehabilitation providers. Professional networks will be
activated by the case managers, to include providers of
employment programmes, family aid, encounter group,
debt advice service, and therapists.
mIss Cm arranges a rehabilitation plan for mr X.
Additionally she gets him a walking frame and physiotherapy appointments. Furthermore she talksd with
Mr X’s neighbours, who want to care for Mr X. They will
receive financial compensation
mr Cm registers mIss X for an employment
funding program. He shows her the way to self-help
groups for people with depression and suggests various
medical interventions. Furthermore he accompanies
her to the first meeting with the debt advice service.
Mr and Miss CM arrange a conference to plan the help
available from the youth welfare office. Together they
come to the conclusion that the family needs additional
professional supervision for the son.
CheCklIst
CENTRAL QUESTIONS THAT HELP TO SHAPE THIS PHASE EFFECTIVELY CAN BE THE FOLLOWING:
How can the required activities be implemented?
Who implements them?
By when are they going to be implemented?
How will the implementation be evaluated?
Are all involved parties / institutions qualified to
solve the tasks?
How is the quality of the involved institutions
characterised? Structural, process-related?
Are there enough capacities?
Which tasks does the case manager take over?
Which areas should the case manager oversee?
In which areas does the client act independently?
ChaPter 3 // case management In practIce
Phase 5 // LINkING, MONITORING, RE-ASSESSMENT
THIS PHASE INCLUDES
Deploying and interlinking different activities
Validating
the effects of the aims
the client’s acceptance
how well the cooperation is working
Updating or changing the aid plan
case eXample - applicaTion oF case managemenT
After discharge of mr X from the clinic, mIss Cm
regularly checks his healing progress. He is doing well so
the aid plan can be continued. The neighbours still like to
help Mr X and are satisfied with the compensation.
Temporarily, the son lives in an assisted living community, in which he receives social and educational
support.
mr Cm still looks after mIss X. Thanks to good medication and regained optimism she could find a new job.
CheCklIst
CENTRAL QUESTIONS THAT HELP TO SHAPE THIS PHASE EFFECTIVELY CAN BE THE FOLLOWING:
Which changes occurred during the case management process?
Which sub-goals have already been accomplished?
Why have some goals not been accomplished?
Is a re-assessment necessary?
Page 23
Phase 6 // ENDING, EVALUATION
THIS PHASE INCLUDES:
All participants evaluate the process
Continuation or finalisation of the case management
process
Evaluation for health and social planning
Transfer/referral to other help systems if necessary
Evaluation of success and effort
case eXample - applicaTion oF case managemenT
mIss Cm conducts a closing table with family X after six
months. mIster Cm does this after a full year.
the sItuatIon after sIX months.
mIster X hasn’t regained completely his ability to work,
but he can move and walk by himself. He doesn’t need
nursing care any more. He works from his home office
for several hours a day for a company’s service telephone hotline. Since his stroke he doesn’t drink alcohol
any more.
the sItuatIon after a full year.
mIss X stayed with her job. She doesn’t need medication any more and she has a wider circle of friends now.
The son doesn’t plan to return home yet, since he feels
safe in the care facility. The daughter dealt well with
the crisis.
The family is able to pay back the debts.
CheCklIst
CENTRAL QUESTIONS THAT CAN HELP TO SHAPE THIS PHASE EFFECTIVELY CAN BE THE FOLLOWING:
Which changes did occur by the end of the case management process?
To which extent have these changes been successful?
Are aftercare operations necessary?
How effective have the activities been?
How efficient has the use of the methods and resources been?
ChaPter 3 // case management In practIce
3.3 the work wIthIn networks
Networking is a special part of case management. There are more resources in the surrounding systems than is regularly
assumed. Case managers work with and within networks, they always act “networked”.
Case managers do have responsibility for the case, however they do not stand alone but in constant contact with all involved
persons and organisations. This enables them to work efficiently and effectively. In doing so, they focus on both their client’s
strengths and needs (recipient orientation) and their client’s environment (environment orientation).
Holistic case management work includes both the recipient and the environment orientation. Both aspects
TAkE INTO ACCOUNT THE CLIENT AS A WHOLE AND AS AN INDIVIDUAL
CONTRIBUTE TO THE ASSESSMENT AND DEVELOPMENT OF THE RESOURCES
and thereby increase the client’s courage and personal empowerment.
This work is only possible when cooperating partners are involved in the process.
On the one hand, the diversity of the various services offered by different parties such as payers, service providers, freelancers, institutions, administrative bodies, companies and private individuals is necessary in order to work efficiently and
effectively.
On the other hand, the case manager can be seen as a kind of „architect for the social world“ who can re-create support
networks or shape new ones.8 Often, new schemes have to be designed, developed, and controlled in order to supply
efficient and effective care for groups of clients. For that reason a deep knowledge of both the social infra-structure and the
supply structure is essential.
Page 25
from dIsIntegratIon ...
neighbours
labour office
drug help
service
institute
families
care home
social
insurance
employer
physiotherapist
hospital
… to CoordInatIon.
social
insurance
institute
employer
hospital
drug help
service
case manager
client
patient
care home
families
physiotherapist
neighbours
Illustration 2 // From disintegration to a coordinated supply
labour office
ChaPter 3 // case management In practIce
eXamPle
Offers of assistance and care services can be grouped regarding their target group (Ill. 3). Additionally, case managers can
initiate new offers. Through this, time and costs can be saved and procedures shortened, and additionally the client’s
potential for self-help can be used.
of:
Undersupply
Design and
t
developmen
of offers:
ffering
individuals su
tion
from an addic
trainings
ers
teenage moth
ps
support grou
families with
ren
disabled child
health
ro
p grammes
nts
cancer patie
Illustration 3 // Proposal preparation for under-supplied client groups
Page 27
CooPeratIon and networkIng Partner
To accomplish the objectives, case managers have to rely on cooperation and network partners. The cooperation of various
people and institutions involved in a case will work if all they are connected. Proceeding in this way, information can be
more easily shared and different activities coordinated, questions regarding the finances can be clarified and necessary
steps be initiated.
Essential for the creation of a network are the abilities a potential network partner has.
ProBlem area
PotentIal network Partners
CLIENTS WITH …
Chronic diseases
Care services, hospitals, information centres, support groups, care homes, health insurance founds,
rehabilitation centres, physicians, public and private
sponsors, …
Long term unemployment
organisation of employment promotion, schools,
employer, institutions for occupational qualification,
public and private sponsors, …
Mental disorders
Psychologists, psychiatrists, psychotherapists,
physicians, mobile and non-mobile care services
Addiction
Substance abuse centres, support groups,
therapy centres, …
Debts
Debtors‘ advisory centres, banks, governing
authorities, …
Family problems
Youth welfare office, kindergarten, family services,
schools, social service centre, …
Delinquent behaviour
Police, schools, jails, social services, e. g. probationary
service, legal carer/guardian, …
Table 3 // problem areas and network partners
ChaPter 3 // case management In practIce
The following checklist should help the organisations and facilities that plan to
generate a network for case management to get an overview about the relevant
aspects:
CheCklIst for BuIldIng uP a network9
Which aims do we pursue as an institution?
What are our strengths regarding the tasks?
What are our weak spots regarding the tasks?
Who could be a potential cooperating partner?
How can their services be evaluated both quantitatively and
qualitatively?
How can suitable partners, organisations and individuals be
persuaded to cooperate?
Which communal aims can be articulated?
How can cooperation be organised?
Which structures are present? Which structures have to be created?
How intense shall the cooperation be? Should the cooperation be
a loose cooperation or contractual commitments?
What public image should we present?
How do we work towards shared goals? Do we offer joint activities?
Do we design joint products?
How do we ensure a constant and process-related evaluation?
Page 29
4 Case managers: tasks and
reQuIrements
4.1 Case manager’s reQuIrement ProfIle
inform
Case managers have various tasks. They act as a guide by supporting
their clients in getting an overview of all the different available services, of competent authorities, and the legal framework. Case managers hold the reins. They combine the coordinating and accompanying
activities with the core aim, to connect the existing services and to
adapt them precisely and effectively to the needs of the client.
support
encourage
accompany
counsel
mediate
CASE MANAGERS
connect
coordinate
validate
control
give orientation
ChaPter 4 // case managers: tasks and requIrements
4.2 case manageR’s classical conTenT-RelaTed
funCtIons and tasks
When fulfilling their tasks, case managers have various functions. The following four roles are especially important.
soCIal advoCaCy funCtIon:
Social advocacy aims to support individuals who are in difficult life situations (e. g., poverty, lack of education, disability) or
who have to deal with crises (e. g., unemployment, severe disease) and are incapableof claiming their personal interests
through short-, mid- or long-term helplessness and / or socio-political powerlessness.10
CASE MANAGER’S TASkS:
View of the situation from the client’s perspective (perceive and understand)
Mutual development of a coping strategy (build up a confidence base, communication skills, professional expertise)
Accompanying the individual case, professional protective function, illustration of supply gaps
advoCaCy funCtIon // CASE EXAMPLE - APPLICATION OF CASE MANAGEMENT
mIss Cm supports mr X to find a therapy place by assessing various offers and introducing mr X to the different
services.
The son wants to get in touch with his parents again, but he is to shy for this. mIss Cm accompanies him to the
first meeting with his parents.
Broker funCtIon
organising and negotiating contracts emerged because of the complexity and disintegration of the modern and very specialised health care system.
CASE MANAGER’S TASkS:
knowledge of both the offers of different service institutions and the client’s needs
Brokering between clients and service suppliers
Mutual development of (benefit) plan in order to use different offers
Independence from service suppliers
Page 31
Broker funCtIon // CASE EXAMPLE - APPLICATION OF CASE MANAGEMENT
mIss X is not sure which help would be the best for her regarding her depression. mr Cm gives her advice and helps
in decision-making.
gate keePer funCtIon
Control and restriction of free access to collectively funded services, at the same time rationalisation and ration of services.
The focus lies here on profitability or cost effectiveness.
CASE MANAGER’S TASkS:
Assessment of client’s problems
Decision-making based on available information and the fulfilment of the criteria allowing participation on the
case management program
Acquisition of resources and controlling the expenditure for the supply
gaTe-keepeR FuncTion // CASE EXAMPLE - APPLICATION OF CASE MANAGEMENT
mr X read about a rehabilitation measure in another country and would like to use it.
mIss Cm explains to him that he has no right to such a measure and that an out-patient rehabilitation measure
would make more sense for him.
suPPort funCtIon11
Emotional, social and instrumental support of the client and the help system, especially when the clients are confronted
with severe diseases, personal crises or palliative care
CASE MANAGER’S TASkS:
Supporting the client in order to make the client able to evaluate his or her life situations and needs
Supporting the development of new life perspectives during and after the crisis
Supporting the client to formulate and communicate his or her needs and life plans with informal and formal service
suppliers and supporters
ChaPter 4 // case managers: tasks and requIrements
suPPort funCtIon // CASE EXAMPLE - APPLICATION OF CASE MANAGEMENT
mIss Cm and mr Cm motivate the family to use their own resources. The family starts to meet up in the garden
again, in order to spend some quality time. mr and mIss X perceive the value of their jobs. After talking with their
case managers they decide to stay with this life style. For this, they accept voluntary help services and they move
into a smaller and cheaper apartment.
In practice, the different functions and tasks are combined. The aims and the principal determine which function will be
the focus of case manager’s activities.
4.3 an InternatIonal ComParIson of Case
manager’s ComPetenCe ProfIle
Professionals who work with a case management approach
have to meet very high demands. On the one hand, case
managers are in charge of the actual case management process. On the other hand, case managers have to mediate
between the participants and service providers involved,
taking into account their different methods and procedures,
world views and measures of value. Therefore, case managers need professional and general competencies.
and a competence diagnostic process with kODE® a competence profile for every partner country was developed.
Although the results are not representative, they may give
an overview of the various competencies necessary for case
management in the different countries. In this way they can
act as an touchstone for professionals who are interested in
case management.
As part of the Leonardo da Vinci project „Case management in the field of employment promotion and health
care system“, data were collected with the aim to deduct
a competence profile for case managers. Such competence
profiles give an overview of the professional and transversal competencies a case manager has to possess. On the
basis of a written survey, a half standardised interview
// Things To know
ComPetenCIes are abilities of individuals, teams, companies, or
organisations which enable them to act confidently in a self-organised
way, while being in an insecure and open situation.12
Page 33
an overvIew of the ComPetenCIes In the realm of Case management
The kODE® inquiries’ evaluation resulted in the following order of competencies which have been considered to be significant for case managers:13
ComPetenCe
sPeCIfICatIon
Communicative skills
Approaches others openly and sympathetically, but
without losing distance completely; establishes and
extends contacts quickly; communicates appreciation
to conversation partners
Is convinced of his own arguments and therefore
has great power of persuasion
Credibility
Puts forward her point of view convincingly throughpersonal serenity and stability
Openly admits mistakes and weaknesses and is prepared to correct her views in the light of new facts
or plausible arguments
Ability to solve problems
Identifies problematic situation, process, and goal
structures
Initiates problem-solving processes with individual
people as well as in (project) groups
Reliability
Develops great work discipline, a strong sense of
duty, and understanding of requirements, and is
trustworthy
Supports the protection of the company‘s interests
through her own economical behaviour and great
loyalty
Self-reliance
Identifies with fundamental values, transcending
purely economic targets, for his own work and for
the business
Exercises responsibility for the business and its employees voluntarily
Holistic thinking
Looks beyond his own team and organization
Considers not just strictly subject-related interrelations of his actions but also those in the economic
or political arena
Table 4 // Competencies case management corresponding to KODE
Chapter 4 // Case managers: Tasks and Requirements
Competence
Specification
Normative-ethical attitude
Honesty, sense of duty and reliability are major traits
of her personality
Acts according to ethical principles; has high expectations of herself and others
Dialog ability, customer orientation
Understands customer focus as, above all, the capacity for direct or indirect dialogue with customers
Is able to communicate personal views, values and
norms convincingly; gives clear reasons for necessary courses of action or work
Organizational skills
Takes active influence on circumstances recognized
as alterable
Successfully introduces new organizational forms
and contexts into business operations and reconstructs those that have gone stale. Makes organizational dynamics correspond with enterprise dynamics.
Decision-making ability
Explores possible courses of action energetically,
defines his own, creative targets and reaches them
as well
Concentrates on essentials and sets clear priorities
for taking action
Professional reputation
Is confident in her subject and puts her comprehensive knowledge into practice
Communicates her knowledge in a manner that
commands respect even at an interdisciplinary level
and is a sought partner for tasks and functions even
outside the organization owing to her expertise
Ability to advise others
Inspires and supports a disposition to act independently and engage socially with others, groups,
businesses ...
Successfully demonstrates autonomy and leadership
qualities in dealing with other people. Acknowledges and supports others‘ personal identities,
their interests and talents
Page 35
5 QualIty In Case management
5.1 levels of QualIty In Case management
Social welfare and health services like hospitals, care facilities, outreach services, employment agencies, rehabilitation
centres and so on have to fulfil individual and societal tasks.
The most important aspect when performing a service is to
do this with a very high quality.
In the case management arena, the particular service
supplier (e. g., outpatient services, employment agencies,
job service) offers resources in order to provide a particular
service. In this way they ensure the services’ qualitatively
high design. Furthermore, case management ensures the
care’s quality in relation to the individual person and his or
her individual situation.
When talking about quality one can distinguish three different kinds of quality:
structural quality, process quality and Result quality14
struCtural QualIty relates to the framework within
which a service is performed. Examples are the achitectural
and spatial circumstances, the flow of information and communication, access facilitation or etc.
ProCess QualIty relates to the way a service is performed and describes how much quality the service recipients
perceive. Process quality includes the procedure’s efficiency, the quality of cooperation, relationships of the people
concerned, the internal and external standards of the action
and the ways of working of every single employer.
result QualIty is a nominal-actual comparison. This
describes if and how goals have been accomplished. If there
is a social or health-related concern, the client’s satisfaction
will be considered, too.
ChaPter 5 // qualIty In case managementent
// Things To know
QualIty is the sum of all aspects and attributes of a
product or a service, that relates to their suitability to
fulfil determined or presumed requirements.
The following checklist can be seen as a help to assess different areas:
struCture
Does the institution, in which case management (CM) happens, have enough qualified and certified case
managers?
Does the institution have the necessary premises, e time resources, suitable instruments and the working
material in order to conduct case management?
Does the case manager posses the appropriate qualification for case management?
Does the case manager have the institution’s permission to conduct case management on the basis of this
additional qualification?
Are professional training courses for the case managers regularly (at least once a year) available?
ProCess
Is the case manager qualified appropriately to conduct a screening with the client and to identify whether
CM is the most suitable approach to solve the problems?
Does the case manager conduct the case management process by using the phase model and does he/she
always pay attention to ethical standards?
Does the case manager conduct peercounselling and/or case conferences if necessary?
Does he/she use and develop networks in order to apply case managements?
Does the case manager apply case management on both levels, the case and system level?
Does he/she control the quality and self-evaluate regularly?
Page 37
result
Do clients with a complex supply problem receive a precisely fitting health care?
Are both, their personal resources and those of their social and infrastructural environment included?
Are their mental, physical and social aspects taken into account?
Are the clients seen as partners during the case management process and are they encouraged to use and
develop their own resources?
Are private individuals, relatives, informal networks, professional service providers, governmental offices and
voluntary assistants involved in the care process?
Can effectiveness, efficiency, and performance transparency be ensured?
5.2 QualIty needs QualIfICatIon
The “Case Management” vocational qualification conveys knowledge about the concept of action of case management.
It is most suitable for professionals from the field of health care, promotion of employment, job service, rehabilitation and
counselling.
In the basic module the participants gain profound competencies in the fields of case management, system management,
counselling, quality management and reflection:
CASE COMPETENCE: Analysing the need for support for any individual case.
COUNSELLING COMPETENCE: Evaluating the client’s need for support together with the client.
SYSTEM COMPETENCE: Having an overview of the offers of assistance. Role clarity as a case manager:
knowing the responsibilities, duties, obligations and the radius of operation.
ROLE CLARITY AS A CASE MANAGER: knowing the responsibilities, duties, obligations and the radius of operation
MANAGEMENT COMPETENCE: Being able to bring together the client’s need for support and the offers of assistance,
to control the help process, to evaluate and record the help process.
In the in-depth module the participants get to know the implementation of case management with in different fields of
work and thereby will be enabled to apply action-specific case management.
ChaPter 5 // qualIty In case managementent
Case Management (Leonardo) (FHM)
Introduction/Basics of case management
Legal circumstances
Case management
Assessment instruments
System management
Working in networks
Quality management and evaluation
Interventions / self-organised work groups
Self-efficacy and Empowerment
Supervision
Promotion of employment / Health
Illustration 4 // Further-training concept “Case Management (Leonardo)” FHM
TRaining concepT „case managemenT (leonaRdo) (Fhm)
The training concept „Case Management (Leonardo) (FHM)“ (with a duration of at least 112 teaching units) integrates
the basic elements of case management with the specifics of the partner countries. Taking the country-specific frameworks such as the legal framework, health care structures, and the work with and within networks into account results in a
high precision fit of the vocational training concept regarding the special circumstances in the particular. The training concept encompasses the same topics for all countries. The details will be country-specific and take into account the existing
structures and peculiarities.
The concept of case management can be used in all countries, taking into account the country-specific structures and
aspects.
Page 39
6 how Case management Can Be
IntroduCed Into faCIlItIes and
organIsatIons
InItIatIves for ImPlementIng Case management
There are many reasons to introduce case management. For example, new legal conditions may require developing the
action concept, or there may be an under-supply of clients in specific regions which makes it necessary to build up new
supply structures. Furthermore, it may be the professional practice which needs to be updated.
The impulses for implementing and establishing case management can come from different groups and organizations:
The payer initiates case management (and either the payer or a third party then conducts the case management
process)
Help systems initiate case management.
Health care professionals initiate case management.
Because of its diversity, case management has to be implemented on many levels. All these levels have in common that
they focus on the client’s need, his/her life situation, strength goods and resources. All of the levels also have a goaloriented, structured and process-related way of working and the cooperation with potential partners is seen as important.
ChaPter 6 // hoW case management can be Introduced Into facIlItIes and organIsatIons
IntraorganIsatIonal ImPlementatIon 15
To use case management in practice, there have to be certain framework conditions which make it possible to use all
the potential of case management’s. It is not enough for institutions simply to qualify employers for case management –
an organisation also has to develop structures which underpin case management processes. An important aspect regarding
the quality management is the creation of a concept. A project team which implements case management can contribute
to this. The case manager should help in shaping this process by e. g. introducing quality circles, quality conferences and
procedural standards for the implementation. After the phase of implementation the quality assurance is already an aspect
worth paying attention to.
ImPlementatIon of Case management16
clarify own ambitions
Work out CM concepts with focus on the client groups e.g.,
long-term unemployed clients, clients with chronic diseases
Inward orientation
Outward orientation
Adoption of the organisational routines
(e.g., internal processes,
ability to network)
Recognition and assessment of the
regional help systems
(surface management)
Development of case
management structures
Cooperation agreement with
external partners
Introduction of case management
Illustration 5 // Implementation of case management
Page 41
The introduction of case management can be done in two ways. In a top-down process, the idea of implementing case
management comes from the top management, which gives its suggestions to be formulated down to the basis.
CheCklIst // TOP DOWN
Which objectives do we pursue with the introduction of case management?
What is our target group we aim to work with?
Did the executive board make a decision regarding the introduction of case management?
Who is responsible for the whole case management process?
Which employer will conduct the case management?
Do these employers have the necessary qualification? If not, how and where will they be qualified?
Who are our cooperation partners?
How will processes during the case management be recorded?
In which way will there be an ongoing quality control?
How will the case management process be evaluated?
ChaPter 6 // hoW case management can be Introduced Into facIlItIes and organIsatIons
In a bottom-up process, individual employers, groups, or teams perceive a certain development in their specific sphere of
action, e. g., under-supply or over-supply of clients, or potentials to improve. Then they communicate their ideas to the top
management.
CheCklIst // BOTTOM-UP
Which strengths do we have in the work with our target group?
Which methods have been proved to be useful?
Which weak spots do we have in the work with the target group?
Where is a need for improvement?
In which way could our work benefit from the introduction of case management?
Who could support us with the introduction of case management?
How shall we record processes in order to benefit from this?
How can we build up and foster networks?
How can we design interfaces between different departments?
Do we regularly give feedback to the executive board?
Do we evaluate our processes regularly?
Ideally, the implementation of case management is conducted with the help of both processes.
Case management In the realm of health Care and servICe systems17
In many care systems a complex pattern of suppliers can be found. Often, single service suppliers such as employment
promotion, youth services, family assistance and the different health service facilities work on their own. Additionally,
social work happens in city districts and at the Federal State level (depending on the country). All these levels have to be
connected in the operation of case management. Case management has to influence the regional treatment situation, and
it has to connect service suppliers in order to provide the best client care possible, with efficient and effective services at
the same time.
Page 43
7 ConClusIon
ChaPter 7 // conclusIon
Case management is an applied concept of action. When applied in practice, its qualities are revealed. Within the scope
of the Leonardo project “Case management in employment
promotion and health care system“, the partner countries
Poland, Slovakia, Latvia and Greece were made familiar with
case management, so that this concept may be introduced
there. Every partner country is characterised by specific
framework conditions, e. g., cultural aspects, mentality of
the people, legal conditions, structures of organisations and
institutions, and work processes. Case management as a
form of support management can contribute to the solution
of problems with the care systems in the partner countries.
The countries’ structures are compatible with the concept
and content of case management. Therefore, necessary requirements are fulfilled in order to enable working with the
concept of case management. This is true for both the area
of employment promotion (Poland, Slovakia) and the health
care system (Greece, Latvia).
transversal competencies a case manager has to possess.
As far as the the competence profile is concerned, important
aspects are communicative skills, credibility, the ability to
solve problems, the ability to advise others, organisational
skills, client-orientation, and negotiating skills. Therefore,
there is a close match with the competence profiles of e. g.
German case managers. To be able to work professionally
with the concept of case management, the completion of
a further vocational qualification programme is necessary.
Because of that, country-specific training concepts „Case
Management (Leonardo)“ (FHM) have been developed,
to introduce this concept more deeply into the partner
countries.
Professionals from the field of employment promotion and
from the health care system have been qualified as a case
manager. Thus, essential requirements have been met in
order to introduce case management into Poland, Latvia,
Slovakia and Greece.
Professionals who want to work as a case manager have
to be competent enough to apply this approach under
various conditions. There are no substantial differences
between the countries regarding the professional and
Page 45
lIst of fIgures
Illustration 1 // Functions of case management .................................................................................................................. 13
Illustration 2 // From disintegration to a coordinated supply ............................................................................................. 26
Illustration 3 // Proposal preparation for under-supplied client groups ........................................................................................... 27
Illustration 4 // Further-training concept “Case Management (Leonardo)” FHM ............................................................... 39
Illustration 5 // Implementation of case management ....................................................................................................... 41
lIst of taBles
Table 1 // Problems and the solution delivered by case management ............................................................................... 12
Table 2 // Phases and procedure of case management ...................................................................................................... 18
Table 3 // Problem areas and network partners .................................................................................................................. 28
Table 4 // Competencies case management corresponding to kODE ................................................................................. 34
footnotes
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
For simplification the word “client“ replaces the terms “patient“, “customer“, and “recipient“.
Wendt. W. (2004), Presentation on 24. September 2004
Fachgruppe Case Management der DGCC (Hrsg.) (2005), S.3
cf. Wendt/Löcherbach (Hg.) (2009), S 66
cf. Wendt (2008), S.187
cf. Wendt/Löcherbach (Hg.)(2009), S66
cf. Neuffer (2009), S. 71
cf. Löcherbach (2003), S.207
modified according Hofmann, Strohm 2003
Ewers (2005), S. 63ff
Wissert (2011), S. 85-89
Heyse/Erpenbeck (2007), S. 21
depicted are the results of the competence diagnostic according kODE®
Wendt(2008), S.85
Neuffer, Manfred (2013), S. 220
modified according klug, Wolfgang (2003)
Neuffer, Manfred (2013), S. 222
lIst of lIterature
lIst of lIterature
Deutsche Gesellschaft für Care und Case Management (DGCC): www.dgcc.de (eingesehen 01.07.2014)
Ewers, Michael, Schaeffer, Doris (2005): Case Management in Theorie und Praxis. 2., erg. Aufl. Bern: Huber
Fachgruppe Case Management der DGCC (Hrsg.) (2005): Leitprinzipien Case Management im Sozial- und Gesundheitsmanagement. In: Case Management, Jg. 1, H.1.
Heyse, Volker/ Erpenbeck, John (Hrsg.) (2007): kompetenzmanagement – Methoden, Vorgehen, kODE® und kODE®X
im Praxistest; Münster
Hofmann, Annegret, Strohm, Elisabeth (2003): Was die kooperation in Netzwerken gelingen lässt. Hiba
klug , Wolfgang (2003): Mit konzept planen – effektiv helfen. Das ökosoziale Case Management. Freiburg, Lambertus
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Neuwied; kriftel: Luchterhand.
Löcherbach, Peter (2002): Qualifizierung im Case Management – Bedarf und Angebote. In:., Löcherbach, P. / klug, W.
Remmel-Faßbender, R./ Wendt, W.R. (Hg.)(2002): Case Management. Fall- und Systemsteuerung in Theorie und Praxis.
S.218. Neuwied; Luchterhand.
Neuffer, Manfred (2013): Case Management Soziale Arbeit mit Einzelnen und Familien, 5. Aufl. Weinheim: Juventa
Wendt, Wolf Rainer (2008): Case Management im Sozial- und Gesundheitswesen. Lambertus-Verlag
Wendt, Wolf Rainer., Löcherbach, Peter (Hg.) (2009): Standards und Fachlichkeit im Case Management. Heidelberg,
München, Economica-Verlag
Wendt, Wolf (2004): Praxis und Weiterbildung: Ansprüche an die Qualität von Case Management. Beitrag zum 1.
Qualitätszirkel der Weiterbildungsinstitutionen am 24.September 2004
Wingenfeld, k., kleina, T. (2009): Erfahrungen mit der Einführung von Case Management im Rahmen trägerneutraler
Pflegeberatung Abschlussbericht der wissenschaftlichen Begleitung des Modellprojekts „Case und Care Management im
Rahmen trägerneutraler Pflegeberatung“
Wissert, M. (2011): Tools und Werkzeuge beim Case Management. Grundfunktionen des Case Management: Support –
Funktion. In: Case Management, 8. Jg.(H.2) S. 85-89
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Case management: a guIdelIne // © 2014 // www.fh-mittelstand.de